Stockton-on-Tees Borough Council

Big plans, bright future

Cabinet Minutes

Thursday, 21st April, 2016
Jim Cooke Conference Suite, Stockton Central Library, Church Road, Stockton on Tees, TS18 1TU
Please note: all Minutes are subject to approval at the next Meeting

Attendance Details

Cllr Robert Cook(Chair), Cllr Jim Beall, Cllr Nigel Cooke, Cllr Mrs Ann McCoy, Cllr Steve Nelson, Cllr Michael Smith and Cllr Norma Wilburn.
Neil Schneider (CE), Julie Danks, Margaret Waggott, Graham Birtle, Peter Bell (DCE), Beccy Brown, Ged Morton (HR, L&C), Garry Cummings (F&BS); Richard McGuckin (EG&D); Jane Humphreys, Martin Gray (CHS); Reuben Kench (C,L&E), Jamie McCann (CS), Peter Kelly (A&H).
In Attendance:
Councillor Derrick Brown (Chair of Place Select Committee), Councillor Lynn Hall, Members of the Public.
Apologies for absence:
Item Description Decision
The Chair welcomed everyone to the meeting and detailed the evacuation procedure. The Chair also outlined the information with regard to the recording of the meeting.
There were interests declared.
RESOLVED that the minutes of the meeting held on 23rd March 2016 were confirmed and signed as a correct record.
Cabinet Decision Record D160042

1. A consultation exercise be carried out across a statistically relevant proportion of Stockton Borough residents from all areas of the Borough to determine views on kerbside recycling and, more importantly, to understand how residents can further contribute and support increasing recycling participation rates in the future.

2. A further piece of work be undertaken which assesses the suitability of Stockton Borough Council’s current recycling receptacles to determine whether improvements would encourage greater participation in the future, whilst ensuring that the current collection method of separating at source remains to comply with EU legislation and maximises the benefits of increased recycling.

3. A full analysis of cost be carried out based upon the current collection arrangements, including financial impact of household growth as well as a review of potential cost savings associated with a change in waste and recycling collection arrangements, which support improved recycling participation.

4. Stockton Council actively promotes and informs residents of the benefits that can be achieved from recycling based upon existing collection methods in order to educate and provide an impetus to increase recycling rates in the borough.

5. Additional support be established alongside any change in collection methods which would encourage greater participation e.g. waste awareness and education campaigns.

6. A review of the current green waste collection service and alternative collection arrangements be undertaken, which will also include how to reduce the level of green waste presented in residual waste bins.
Cabinet Decision Record D160043
RESOLVED that the Local Flood Risk Management Strategy and its objectives for the future management of flood risk within the Borough be approved.
Cabinet Decision Record D160044

1. The new statutory consultee role and additional responsibility on the Authority in providing technical approval for sustainable drainage systems and an ongoing role in site supervision and inspections where appropriate be noted.

2. Option 1 as set out in Appendix A be approved for the long term maintenance of sustainable drainage systems.

3. The extension of the lead authority arrangement with Darlington be noted.
Cabinet Decision Record D160045
RESOLVED That the minutes of the meetings detailed in the appendices be approved / received, as appropriate.
Cabinet Decision Record D160046

1. The positive feedback received from the Youth Justice Board be noted.

2. The national policy drivers which are likely to impact upon future delivery arrangements be noted.
Cabinet Decision Record D160047
RESOLVED that the following appointment be made to the vacant Governorships subject to successful List 99 check and Personal Disclosure:-

Kirkleving Primary School - Mr S Newton
Cabinet Decision Record D160048

1. The Highway Infrastructure Asset Management Policy and Strategy be approved.

2. The benefits of implementing a formal Asset Management Policy and Strategy be noted.
4.30 pm - 5.30 pm


Consideration was given to the minutes of the meeting held on 23rd March 2016.
Consideration was given to a report on a Scrutiny Review of Kerbside Waste.

The national target for recycling for England was 45 per cent. For 2014-2015 Stockton Council had a recycling rate of 26.6%.

On average, each household in Stockton generated 13.2kg/hh/wk of waste (recycling and residual waste). Of this, an average of 10.92kg/hh/wk is put in the wheeled bin and 2.28kg was recycled.

Of all waste disposed of in the Wheeled Bin, around 30% contains recyclable material that could be placed in the kerbside recycling containers (totalling 3.37kg/hh/wk).

Should residents put all recyclable materials into the recycling container as opposed to their wheeled bin, Stockton Council’s maximum waste diversion (recycling) rate would be 44.9% and match the national target for England.

The Kerbside Waste Collection Service was a key Council service which affected all residents of the Borough. Waste and recycling services were delivered by the Care For Your Area team and featured the collection of materials in the following:

Residual Waste was serviced by a weekly waste collection using 240ltr wheeled bins or black waste sacks. A larger container, if qualified, of a 360ltr bin could be requested for residents with 6 or more permanent occupants.

Recycling waste was collected fortnightly (Tuesday - Friday) all year round in a ‘one pass’ vehicle with 3 compartments for dry recycling material:
a. Blue Box (55 litres) - glass and batteries (was previously used for tins prior to 2013)
b. Blue Bag (47 litres) - paper, junk mail, magazines etc
c. White Bag (47 litres & 75 litres) - plastic, cardboard and tins

Green Waste was collected as a ‘seasonal service’ over 26 weeks from Easter onwards using a reusable hessian type sack (chargeable at £2 per bag) as well as providing an option for a roll of 26 disposable clear sacks (chargeable at £3 per roll).

Local authorities were directly involved in working towards two EU targets - on landfill and recycling. This had seen a radical reduction in landfill per household by 78 per cent in the last decade, brought about through the delivery of a range of waste treatment infrastructure by councils.

The UK achieved a recycling rate of 44.9 per cent in 2014. Stockton Borough Council had a recycling rate of 26.6%.

Recycling rates for household waste needed to increase. Evidence provided and research into best practice showed that through reducing the capacity for residual waste disposal increases recycling participation and increases tonnages.

The Committee was also keen to raise residents’ awareness and simplify the identification of recyclable material that can be collected. Support was given to any information and delivery method that could be employed which would ensure any potential changes combine a full communications and implementation plan to ensure residents have all detailed information to ensure minimum confusion.
Consideration was given to a report on the Local Flood Risk Management Strategy. The Flood and Water Management Act 2010 required that every Lead Local Flood Authority (LLFA) must develop, maintain, apply and monitor a Local Flood Risk Management Strategy for its area.

Stockton’s strategy set out how the Authority was meeting the requirements of the Act and other legislation. The strategy detailed the history of flooding in the Borough and how the Authority was working in partnership to achieve its objectives for future management of flood risk with other risk management authorities.

The Authority had a number of statutory duties and responsibilities relating to flood risk management which were also detailed in the strategy, along with objectives to manage flood risk in the Borough and potential funding streams.

The Flood and Water Management Act 2010 required Lead Local Flood Authorities (LLFA’s) to undertake a number of new statutory duties and other related functions to manage flood risk in their areas, including the production of a local Flood Risk Management Strategy.

The vision: To work with partners in the Borough of Stockton-on-Tees to reduce the risk of flooding to residents and business and ensure that flood risk is managed in the most effective and sustainable way.

Stockton had suffered from significant flooding in recent years, over 200 residents and businesses had suffered from damage amounting to millions of pounds, and disruption from severe weather events in September 2012, May 2013, September 2013 and December 2013.

Following the severe flooding events, the Borough had been fortunate to receive funding for two major schemes at Port Clarence and Lustrum Beck, to reduce the risk from river flooding but other areas of risk still remained and flooding from surface water would become increasingly common, as we see more intense rainfall events.

The strategy set out the history and details the risk of flooding from various sources in the Borough. It also set out the functions of each risk management authority and the partnership working between them, along with details of national policy to which it was aligned.

The strategy sets out five key objectives for managing flood risk in the Borough:-

a. Reducing flood risk to communities severely affected by recent flooding.
b. Reducing the incidence of surface water flooding.
c. Ensuring flood risk is managed in new development.
d. Keeping our highways safe and passable.
e. Delivering wider benefits.

Each of these objectives had a number of tasks attached to it, which would all contribute to achieving that objective along with other duties and powers under the Flood and Water Management Act 2010 and Land Drainage Act 1991.

The strategy considered opportunities for the use of green infrastructure and natural flood risk management for reducing run off. Phase 2 of the Lustrum Beck scheme would use these techniques in a pioneering approach to flood risk reduction.

The new statutory consultee to planning role and the use of sustainable drainage systems were key drivers in management of surface water on and around new development.

The Tees Valley authorities had produced a technical design guide for developers considering using sustainable drainage systems to allow consistency between the Boroughs.

The approach to future maintenance of sustainable drainage systems was detailed both in the strategy and was subject to a separate Cabinet report.

The strategy would be reviewed on a five yearly cycle, continually monitored and any new legislation or response to flooding considered.

Stockton hosted the Tees Valley Strategic Flood Risk Partnership, which was attended by Officers from all the Tees Valley Authorities, TVU, Emergency Planning, the Environment Agency and Northumbrian Water.

A copy of the Local Flood Risk Management Strategy was attached to the report.
Consideration was given to a report on Flood and Water Management - Sustainable Drainage Systems.

In April 2015, one of the final parts of the Flood and Water Management Act 2010 was amended and enacted, with the introduction of a new statutory consultee role, for the Lead Local Flood Authority to respond to the Local Planning Authority (LPA) with advice on flood risk and sustainable drainage. The Act also set out ways in which the sustainable drainage system may be maintained. The report set out the implications for the Authority, examined the options for maintenance and suggests a way forward, with the least financial risk.
In accordance with the Council’s Constitution or previous practice the minutes of the meeting of the bodies indicated below were submitted to Members for consideration:-

SLSCB - 17th December 2015
SLSCB - 21st January 2016
SLSCB - 18th February 2016
TSAB - 23rd February 2016
SSP - 15th December 2015
SSP - 9th February 2016
Consideration was given to a report on the positive feedback received from the Youth Justice Board about the performance of the Youth Offending Team partnership in Stockton on Tees. It included information on the external inspection process and provided an update on national policy drivers which were likely to impact upon future arrangements for the delivery of local youth justice services.

The Youth Offending Team (YOT) was a statutory body established by The Crime & Disorder Act 1998. The Local Authority was the Lead Agency, with Probation, Police, Education and Health having a duty to cooperate. This included the provision of staff and other resources to the YOT.

The YOT partnership had 3 key objectives:

a. To reduce the number of first time entrants to the youth justice system through the delivery of preventative and diversionary activities
b. To reduce re-offending by children and young people
c. To reduce the number of children and young people in custody

It delivered a range of statutory functions relating to youth justice and shared statutory responsibilities to safeguard children and young people and to protect the public from serious harm. To that end, a number of partnership arrangements across criminal justice, community safety and children’s services had been developed and sustained over the years.
Consideration was given to a report on Local Authority Governors on School Governing Bodies.

In accordance with the procedure for the appointment of school / academy governors, approved as Minute CAB 27/13 of the Cabinet (13 June 2013), Cabinet was invited to consider the nominations to school / academy Governing Bodies as attached to the report.
Consideration was given to a report on the Highway Infrastructure Asset Management Policy.

Managing the highway infrastructure was a critical challenge to local highway authorities whom had to manage what was an ageing network with high public expectations, whilst at the same time, resources were reducing and there was less funding available. Asset management promoted a business-like way to manage the highway infrastructure which involved taking a long-term view of assets in a structured way that gave the confidence to decision makers and future planned maintenance decisions.

Effective highway infrastructure asset management was fundamental to the provision of services and the delivery of the Council’s long-term vision and strategies. Asset management principles enabled informed decisions to be made about investment and maintenance funding, assisting in the targeting of resources to where they could be most effective and enabled the identification and management of the risks associated with statutory duties to manage and maintain the public infrastructure. As part of Stockton Borough Council’s commitment to ensuring that all highway infrastructure assets were managed in an effective and efficient manner that extended the lifecycle of all assets and reduced risks a Highway Infrastructure Asset Management Policy and Strategy had been developed.

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